Emergency, disaster and crisis management as a bridge in a deeply divided and fragile society

Our challenge: We live in a fragile and increasingly divided world. Our societies are ideologically torn, institutions are losing trust and in times of crisis we are faced with inefficient and perhaps chaotic emergency management. But crises know no ideologies - they require us to find solutions that work beyond political conflicts.

Key takeaways - What could be solutions?

✔ Functional cooperation instead of ideological unity: Instead of hoping that everyone shares the same values, we need to create structures that nevertheless work together operationally.

✔ Decentralized, autonomous emergency networks: Centralized response systems no longer work - we need resilient local structures that act pragmatically.

✔ Neutral, non-partisan crisis communication: Fake news and mistrust are the biggest threats - trustworthy communication hubs can provide clarity here.

✔ Use the economy as a stabilizing force: Companies are neutral and have great resources - they could act as non-partisan supply structures.

✔ Wargaming as a test instrument for realistic scenarios: We need to test new crisis models through simulations to find out which approaches really work.

✔ Pragmatism over ideology: the involvement of all stakeholders is crucial - only those who are flexible and open will find real solutions in times of crisis - ideological blockades must be overcome.

Why should we act now?

Our society is not only fragile, it is gradually disintegrating. Technological advances are driving change on a massive scale and at enormous speed, but more and more people are physically and mentally overwhelmed and exhausted. Social capital is weakened. Networks that were once quite viable are slowly disintegrating or have long since done so.

Do we wait for central structures to help us and try to repair and “patch up” the broken systems or do we also manage to build our own functional and resilient networks that can actively respond to crises and activate cooperation on their own?

Resilience also means basing our own existing resources not on political ideals, but on functional mechanisms. This should also involve targeted cooperation in key areas such as security, infrastructure, emergency aid and healthcare.

The question is (unfortunately) no longer whether our societies are fragile, because we have known that for a long time - YES they are! The only question is: how do we deal with this reality?

We are at a very important turning point here. Either our society continues to disintegrate or we create a new way of working together.

What do you think about rethinking social capital?

Away from shared ideals and towards functional cooperation. In my view, social capital is traditionally also based on shared values, mutual trust and social networking. But if these elements are broken, we now urgently need to ask ourselves: what remains as a foundation?

The answer could lie in functional cooperation, i.e. even if different groups are politically and ideologically divided, there are certainly common goals that affect everyone. Interfaces could then be security, infrastructure, emergency aid and healthcare. We should abandon the idea that social capital is only based on deep trust. It can also take the form of coordinated and purpose-driven networks that work together despite differences.

A few important thoughts ... Because we have to look this existing fact realistically in the eye, glossing over and “talking down” doesn't really help anyone and here emergency managers should ALWAYS rely on “wargaming/disaster wargaming” in any case.

A wargaming scenario can always help to make the strengths and weaknesses of decentralized emergency management in a divided society more tangible. I will try to create a realistic scenario that simulates the dynamics of authorities, community networks and conflict zones in a somewhat visible way.

Wargaming scenario: National crisis in a divided society

Our initial situation: A series of extreme weather events have caused massive damage to our country's infrastructure. Our communication routes are severely restricted, our fuel supply has collapsed and several provinces (counties) are affected. The first 24-48 hours after the severe crisis are crucial for us. Initial measures are already being taken, but the deep-rooted social division is causing serious problems.

The challenge we are facing: Our population is highly divided and also fragile - some groups no longer recognize the government, authorities and many state institutions and reject central emergency aid. Others rely on state structures, but these are already overburdened and have reached their limits.

Possible players in our scenario:

Central authorities: Government and civil protection trying to coordinate aid.
Autonomous community networks: Local emergency groups that act independently and do not want government control.
Economic players & companies: Private companies with resources that can be crucial in times of crisis.
Division within the population: groups that are willing to cooperate and groups that refuse.
Researchers: Building global research networks outside of political influence.

Let's now play a little “wargaming” in our minds and look at the situation together and “impartially” from above

Phase 1: Start of the crisis & initial reactions

⦿ Authorities launch an emergency program, but some regions/districts refuse to cooperate. A lack of trust in central decisions inevitably leads to regional administrations now taking their own measures. Communication channels are already overloaded and conflicting instructions make coordination much more difficult. A lack of cooperation leads to inefficient processes. Emergency scenarios are often chaotic and require the coordinated interaction of many players. But without good networking between the police, fire department, rescue services, medical personnel and the social capital in the population, time is lost due to poor coordination because units do not cooperate efficiently, inconsistent deployment strategies that make rescue operations more difficult and, of course, unnecessary duplication of work or resource bottlenecks because there is no coordinated planning.

⦿ Community networks react quickly, coordinate internally, but mistrust external operations/employees. Trust deficits prevent effective communication. Some local groups are already completely refusing government assistance and relying solely on their own resources. Fragmented information dissemination leads to chaos and very contradictory reports about the crisis that has occurred. Crises require quick, clear and coordinated responses. But without trust between responders, authorities and the population, misinformation and confusion arise that hinder life-saving actions, panic and resistance to safety instructions because people are unsure who to believe and, of course, rumors and disinformation that delay decisions and lead to misconduct.

⦿ Companies provide logistical support but are (very) reluctant to do so as there is no clear cooperation model. A lack of mobilization weakens the ability to respond, i.e. a lack of optimized coordination between the public administration and the private sector leads to an inefficient allocation of resources and perhaps vital equipment remains unused because no one is aware of what is available. Many companies are now unsure whether they should actively help or prefer to remain on hold as there are no legal safeguards.

⦿ Social polarization is making disaster relief considerably more difficult. Ideological camps are forming that strictly reject both state and alternative aid. Initial attempts to organize central contact points fail completely as different groups do not want to work together.

⦿ Mental stress is completely underestimated. Our everyday heroes are under enormous pressure - both physically and mentally - and this is where social capital plays a very crucial role. Firefighters, police officers, paramedics and other emergency responders are regularly exposed to extremely stressful situations, but without a strong network of trust, support and community resilience, they fall into a downward spiral.

A lack of social capital then leads to

Burnout and post-traumatic stress disorder because there are no support networks,
many emergency services personnel have no safe spaces to talk about their stress,
mental health problems are often stigmatized, so that those affected remain silent instead of seeking help,
there are too few peer support structures in which emergency services can help each other,
higher sickness rates, as first aid is often inadequate for emergency personnel themselves, i.e. first aid is often limited to physical injuries, mental health is too often ignored. Long-term illnesses such as burnout, chronic fatigue or even long COVID are not sufficiently (if at all) taken into account in safety concepts. Pharmacogenetic (PGx) tests to find individually optimized treatment strategies for PTSD, anxiety disorders and depression, measurement of stress biomarkers such as cortisol and heart rate variability for early detection of stress peaks and microbiome analyses, the harmony between gut health and mental resilience are hardly integrated (or completely missing) in current strategies.

Insufficient preventative measures (many training courses focus on physical dangers, not on the long-term psychological consequences and long-term psychological effects of trauma, such as PTSD and depression, are only recognized when it is often already too late). The lack of extensive integration of mental resilience into training, such as simulations with AR technology to realistically train mental stress situations / regular health checks that also include mental resilience / promotion of protected discussion rooms in which emergency services can talk openly about trauma and stress.
and ultimately this also leads to a decline in operational readiness and a shortage of specialists because the long-term stress is underestimated.

We enter Phase 2: Escalation & Threat to Order - After several days without a consistent structure, the system increasingly descends into chaos.

⦿ Our supply chains continue to break down - some groups are now starting their own resource distribution, while others are still hoping for external help. Privatized emergency networks are emerging, but they only serve members of certain groups. Fierce competition between the various networks is now inevitably leading to massive conflicts over food, energy, fuel and even needed medicines and bandages.

⦿ Conflicts arise between autonomous emergency groups and government response teams as protocols are not coordinated. Autonomous groups are now blocking government aid deliveries because they distrust them. Our emergency teams are now forced to adapt their emergency protocols to avoid escalation.

⦿ Economic players now fear chaos, but they have also not created sufficient structures in the past to provide decentralized help. As a result, companies could now withdraw completely from the emergency supply chain for safety reasons. A lack of legal clarity then prevents logistics companies from responding quickly and in a coordinated manner.

⦿ Disinformation and rival networks further exacerbate the crisis. Fake news leads to panic and possible unexpected refugee movements. Rival groups are sabotaging key infrastructure projects in order to assert and advance their own interests.

We are now entering phase 3, which is about solution strategies and stabilization - now that it has become clear that the traditional emergency strategy is not working as originally desired, new and flexible models must be implemented.

💡 Building strong local networks as the key to crisis management: Good social networking makes it much easier to access private resources in times of crisis. However, effective emergency aid should not depend solely on state institutions - it requires strong, resilient local networks that can organize themselves independently, react flexibly to challenges and act independently of political fluctuations. In order to create long-term stability, targeted initiatives are needed to develop local resilience structures, as political priorities often directly influence the availability of important (required) resources. Those who rely exclusively on central control risk delays and bottlenecks in an emergency.

What would be necessary for this?

✔ Proactive strategies for crisis management at regional level - before a critical power vacuum occurs.

✔ Neutralized, independent coordination teams that act as mediators between authorities and community groups.

✔ Expanded regional decision-making structures that maintain their own competencies within a non-partisan cooperation framework.

✔ Digital communication platforms for transparent resource allocation, independent of political influence.

✔ Proven decentralized disaster management systems such as CERT or the THW, which can serve as models for resilient networks.

Resource scarcity and political priorities are a constant point of contention that often delays or even blocks emergency plans. Strengthening local, non-partisan networks could ensure that emergency aid remains efficient, coordinated and strategically effective, above all independently of political processes.

💡 Networks of trust with emergency services are essential to ensure that safety instructions are not only disseminated quickly, but also accepted and followed. Without these networks, many uncertainties, misunderstandings and, of course, resistance among the population arise, which can severely hamper rescue operations.

Concrete approaches to establishing networks of trust

Creating local partnerships between the civilian population and the emergency services. I always like to think back to how my dad introduced and taught me about the important topic of “social capital”. Not only was he a shop steward in our neighborhood, but he was also a civil defense instructor in addition to his job. Even when I was younger, it was very important to him that I not only developed an interest in his profession and that of my mother, but also in the professions of my friends' parents.

I got to know an enormous variety and complexity, such as radio and communications, military, criminal and police professions, fire department, order & security, health professions, various engineering professions, research & university, teacher & educator, secretary & assistant, accountant & controller, retail and logistics, the profession of pharmacist, choirmaster, artist & photographer, train driver, quality inspector, measuring technician and also the profession of master baker, cook and gardener. Today, I hardly know any children who are introduced to the important topic of “social capital” in this way by their parents and who therefore “develop” and build up a view of the bigger picture at an early age.

What were my advantages from the fact that my dad in particular was my lovingly strict teacher for appropriate social capital?

I learned the ability to deal excellently with (very) complex approaches, problems and issues and that purely generic (centralized) checklists did not help us at all due to a lack of resources. At that time, it was the strong local peer networks with “real” and effective real-time support that enabled a corresponding overall (local) social resilience and it was also important to develop intercultural awareness, which in the end also greatly expanded our own strategic diversity. Today, these valuable structures have been “lost”. Unfortunately!

I learned early on how to deal with different professional backgrounds and other cultures.
my participation in countless charitable activities was a matter of course for me.
My “membership” and participation in clubs and activities such as hiking and tourism/pathfinders, the Alpine Club, etiquette courses (politeness, table manners, business and social etiquette and respectful behavior were considered part of general education from an early age, but also in our own family household), singing club/choir, neighborhood help according to the concept of “Timur and his troop” based on the Soviet writer Arkady Gaidar, Chess club, athletic sports group, the Meister von Morgen trade fair, music and literature, national and international holiday camps for children and young people, gardening course, communication and editing club, public relations work in a police association, editorial team member of the church parish newsletter, children's service, baking and cooking course, emergency aid, first aid and civil defense course, cyber security, economic protection, flood relief work, tree planting, support as a research participant and much more. and much more created valuable interpersonal connections and always gave me a sense of belonging and social strength.

The idea behind Timur and his troop was fascinating and has left a deep impression on me to this day, because as children and also as young people, we did so much “secret” good for older people and people in need, including soldiers and other families, and were so committed to our community. We developed a tremendous sense of community in our neighborhood, took on real social responsibility and very quickly learned to act in solidarity. I still remember how proud we were of it back then and no, it wasn't a constraint or a burden for me (us). It was not an “imposed drill”, but we also supported war widows and single pensioners, helped them prepare events and parties, brought them coal or wood for heating so that they were nice and warm, did their shopping, fetched medicines from the pharmacy for them and ran various “errands”, helped with gardening and the boys helped with small repairs, cleaned the hallway for them (as everyone still had to do this themselves back then), we listened attentively and with interest to their old stories and tales (of the burden of war, suffering and family losses), spent many an hour looking through old photo albums with them and letting them compare their childhood with ours, we helped them shovel snow in winter and much more. And if you had seen the shining eyes and the wide hearts as a “thank you”, then you would have felt the same pride, the interpersonal happiness and the strong community that I felt back then.
Values such as decency, friendliness, punctuality, reliability, support and help as well as generosity (without expecting anything in return) were very important to us in the family.
My parents always made sure that we never withdrew into isolation and so regular and constant communication with our friends, of course also with our own family, with the baker, the flower seller, the janitor, the sports and club coaches, the elderly and infirm neighbors, the teachers and many others was always part of everyday life.
I also learned early on how important it is to have meaningful conversations and how important “real” active listening is. We acquired the skills to work in diverse (especially local/regional) teams and thus to navigate safely in a wide variety of environments.

Early on, intergenerational local initiatives were promoted in which we, as children and young people, directly supported older people and also vulnerable groups of people and also learned a great deal from them. Today, I see this as a particularly valuable and worthy type of mentoring program.
Targeted school and club projects in which we as children and young people came into contact with professional groups such as the fire department, police, military, medical professionals and paramedics at an early age. There were also regular “learning partnerships”, so to speak, between us children/young people and various emergency services. There were student internships with emergency services and we were then able to accompany them during local security exercises. This was both exciting and thrilling for us, as we not only gained lots of practical and interesting insights, but also took on a certain amount of responsibility for safety at an early stage. There were also many volunteer projects that specifically sensitized us to social responsibility. Even back then, there were hybrid teaching programs to make crisis and emergency scenarios a realistic experience.

I was trained in an incredible number of disciplines at an early age, also by my parents, which in the end was an advantage for my professional life, because if my dad in particular hadn't laid this foundation (very) early on, I probably wouldn't be a strategic consultant, cert. Disaster Manager, cert. Marketing Manager, cert. Social Media PR Manager, cert. Photo Designer, cert. Nutritionist and perhaps would never have created my homepage “Prevention protects life” for more training, education, awareness and resilience, would not support the scientific community in a pharmacokinetic forum with my analyses, developed ecosystems and experiences so that many people worldwide can be helped (but would perhaps only devote my free time to massages, wellness treatments and traveling).

Even though I had an excellent school education myself, these alone could never have contributed to this wonderful diversity of strategic foresight and mindset, deep social commitment and roots, a keen sense of interpersonal dynamics, interdisciplinary and diverse education and expertise, sustainable stability and resilience (in myself). Because I have not only “collected” a (great) deal of knowledge, but have also really actively put it into practice.

Thank you dad, thank you mom!

Why is social capital essential for the stability of our security structures?

Firstly, of course, there is the fact that there is a shortage of skilled workers. Targeted mentoring programs and the exchange of experience in professional networks could get more people interested in security-related professions.

Secondly, there are political uncertainties and a lack of resilience, i.e. in times of political change, stable networks of trust are simply absolutely essential to ensure a crisis response capability.

Thirdly, community-based resource utilization is true “gold”, as socially networked disaster relief can partially compensate for the lack of skilled workers and often equipment. Without collective networks, rapid mobilization is impossible. Crises often require the (very) rapid provision of goods, helpers and infrastructure.

But what if the friendly support from the community that could provide important first aid is missing?

Without coordinated networks, there is no mobilization of volunteers. Perhaps many could help, but don't know where or how to get involved. Many cities and municipalities only have centrally managed emergency concepts that do not actively involve citizens and the valuable experience and local networks are not optimally utilized, which slows down rescue measures. Escape routes and safe assembly points are not clearly communicated and not known to everyone. Help is often organized by a few central offices instead of activating local networks that could respond more quickly. Emergency stocks are often not available locally and are difficult to access. Many modern risks such as cyber attacks, pandemics, toxic substances and many more require flexible networks that can also react quickly. Strong social capital could help to spread knowledge about new dangers quickly. Without strong networks of trust between authorities and citizens, instructions in crisis situations will not be followed.

What if effective supply chains are missing because local businesses and citizens are not coordinated in time?

Companies could perhaps provide many more critical resources (transportation, shelter, water, medical supplies and also personnel), but due to a lack of networking, many resources remain unused and undiscovered, as emergency preparedness is often not an integral part of corporate responsibility.

What if there is a lack of flexibility in the event of unforeseen problems because individual actors act in isolation?

Programs such as “Coffee with a Cop” have already established themselves as effective trust-builders between police and citizens (although there are still far too few of these and they do not exist across the board), but what about similar initiatives for firefighters and emergency managers?

Here I see a clear lack of public interfaces, because the public perceives the fire department and emergency management as reactive forces rather than preventative partners. Of course, it is also due to the perception of the professions, as the police are often directly involved in our everyday civic affairs, while firefighters and emergency managers often only become visible in crisis situations due to their operational focus.

Social capital strategies should link the fire department and emergency management much more closely with the population in order to improve preventative security, trust and also the overall social resilience to crises!

The lack of involvement of vulnerable groups in security strategies is also a problem and strong social capital could help to create individual emergency strategies for vulnerable groups. This is because many vulnerable people are dependent on rapid assistance in the event of a crisis, but often do not have direct access to appropriate rescue networks themselves. Strong social capital, e.g. the establishment of local emergency groups with direct contact persons for particularly vulnerable people, neighborhood groups for risk analyses and a massive strengthening of crisis preparedness through neighborhood networks could help to close these gaps.

Because it is clear that without the appropriate social capital, vulnerable groups in crisis situations remain without adequate protection!

A program such as “Coffee with a Firefighter”, “Coffee with a Crisis Manager” or “Crisis Talks” could provide an essential bridge between emergency services and the population for a direct exchange. Also conceivable are community safety groups in which neighbors discuss dangerous situations together with emergency services or local early warning systems that not only offer technical solutions but are also based on personal trust.

The meetings should then be a mixture of informal exchange and targeted knowledge transfer

✔ Location: community centers, fire stations, local cafés or local businesses
✔ Possible frequency: Monthly or quarterly to ensure continuous contact at all times
✔ Participants: firefighters, disaster managers, emergency doctors, local authorities and citizens of all ages

To increase participation among the population, the meetings should also include practical exercises

✔ Simulated evacuation exercises: Joint walk-throughs for various emergencies (fire, flood, chemical accidents).
✔ A hazard question and answer session where citizens can find out about specific threats and ask their own questions.
✔ Offer practical training: How to use fire extinguishers, first aid, behavior in panic situations.
✔ Digital security: cybersecurity workshops to minimize risks in the area of critical infrastructure. General radio and telecommunications training.

Educational institutions (kindergarten, school, evening and language schools, university, driving school), companies and training companies as well as the promotion of local help networks so that the population can support each other should be proactively integrated into emergency strategies.

Social capital and technological innovations such as AR training as a real strategic advantage

Why modern training methods could significantly strengthen social networks among emergency services?

Traditional training is often used in isolation, while AR-supported scenarios could deepen network connections and better simulate real-world collaborative behavior. The focus should be on linking social networks with realistic operational scenarios.

A simulation of cooperation in dynamic crisis scenarios, i.e. AR could depict possible complex teamwork in real time. Interactive real-time analysis of operational errors, i.e. teams learn to work together more effectively. Optimization of crowd management through networking, i.e. fire departments, police, medical teams and local emergency management teams could realistically simulate how crowds move during evacuations.
A significant strengthening of interdisciplinary communication, i.e. emergency services from different areas could run through joint exercise protocols in virtual scenarios. The COVID-19 pandemic has already shown that social networks play a key role in this, e.g. rapid information sharing via digital citizen networks.
Optimized experience sharing across digital networks i.e. AR technology enables feedback analysis and direct knowledge sharing between different groups.

💡 Establishing global research networks without political influence

Scientific findings are a decisive factor for effective emergency and disaster management. However, research and data processing are often subject to political and economic influence - with far-reaching consequences for transparency and access to vital information. To prevent this, independent global research networks should be established that operate free from manipulation and provide objective data for the global community.

Possible key measures for an independent research landscape

Decentralized research platforms with blockchain technology to ensure data integrity and transparency so that research data can be stored in a tamper-proof manner. Blockchain technology provides an immutable, decentralized structure that ensures that valuable scientific findings cannot be deleted or altered.
Establish international cooperation agreements against political influence: Science should not be misused as a strategic means of exerting pressure. Global cooperation agreements could ensure that research results cannot be blocked, altered or politically instrumentalized. This also strengthens global access to epidemiological, toxicological and environmental studies.
Establish crowdsourcing and private foundations for long-term funding: Instead of relying on government funding, alternative funding models such as crowdsourcing or private sector foundations could increasingly ensure the independence of scientific work. This could provide long-term funding for critical research areas that would otherwise run the risk of being neglected.
Greater involvement of scientists and emergency and disaster managers in global think tanks: In order to ensure a rapid and coordinated response to crises, more interdisciplinary think tanks should be created that bring together experts from epidemiology, disaster management, toxicology/environmental science, medicine and technology. The aim should be to jointly develop sustainable, non-partisan solutions for global crises.
Why is this so crucial? There is a need to ensure neutral and reliable health information for the global community. Securing long-term scientific knowledge about toxic and chemical substances, pandemics and environmental disasters is essential. Transparent data processing through technologies that prevent manipulation and censorship is crucial for effective emergency and disaster management. And, of course, faster, globally coordinated emergency strategies through extensive networks of experts are also needed. Independent research is not a luxury, but a necessity!

💡 Development of network-based disaster prevention. Instead of relying exclusively on external aid, the focus should be placed more on self-organization and cross-sectoral cooperation. Strengthen local leadership roles that could also work independently of government decisions. Promote local volunteer and community initiatives as flexible and direct responders. Motivating businesses to see community engagement not as a duty, but as a genuine and valuable strategic investment in all our futures. Better local financial planning so that there is less reliance on central government funding and also greater use of alternative funding models such as community-based funds and crowdsourcing to enable rapid response. Building comprehensive resilience mechanisms for counties, municipalities and cities so that the population is actively involved in reconstruction and preparedness.

Early simulations & emergency exercises: Cities and municipalities could conduct regular resilience tests to identify vulnerabilities early on.
Introduce digital platforms for cross-sector coordination: Companies, community initiatives and emergency organizations could network automatically.
Take international best practices as a model: Successful models from other countries could be adapted, e.g. the Japanese disaster risk reduction system. Of course, not every country can “copy” Japan's model exactly, but the principles and proven methods can certainly be adapted and integrated. It shows impressively that disaster prevention must not only be supported by the state, but also by the community. The strong integration of local networks, technology and clear safety protocols makes the model particularly valuable for adaptation in my view. The Sendai Framework for Disaster Risk Reduction emphasizes the importance of local networks and resilient communities to effectively cope with disasters and this would be a crucial step in the right direction.
Public-private partnerships: Companies should receive tax incentives for disaster protection investments in order to sustainably strengthen social commitment.

💡 The business sector as a “neutral” mediator and resilient support for emergency and disaster management. The private sector can act as a neutral mediator by providing efficient logistics, infrastructure and important resources without becoming entangled in political conflicts. The plus point here is that companies often have more physical resources (equipment, logistics, transport and often the corresponding personnel) than the public sector and would therefore also have a neutral and non-political stabilization function.

Creation of non-partisan economic corridors for disaster management - companies could provide supply corridors that are based on humanitarian criteria and do not depend on government decisions. Companies from different sectors (transportation, logistics, pharmaceuticals and food) could coordinate directly with each other without over-regulated approval processes.

A digital disaster response tracking system could help to monitor the location and condition of important relief supplies in real time to ensure efficient resource distribution.

Companies could commit to prioritizing emergency supplies, regardless of (their) political preferences. Contracts between logistics, healthcare and technology companies should define clear disaster response standards, which are then activated automatically. Production lines for medicines, water treatment and basic supplies are designed in such a way that they can respond quickly to emergencies.

Companies could work together with science and technology in a targeted manner to develop efficient emergency solutions tailored to their needs.

Companies provide infrastructure that is neither state nor politically controlled, e.g. warehouses, transportation fleets, and also supply routes. Companies are encouraged to create secure access to resources through non-partisan coordination. A “disaster prevention without borders” model allows companies to cooperate without political or governmental ties. Non-partisan security networks then ensure that help can arrive unhindered (a possible use of neutral security service providers that act independently of state structures would be conceivable).

Governments could offer tax breaks to companies that actively invest in emergency care - this could significantly increase private participation in crisis management.
Tax and regulatory incentives could strengthen the long-term participation of the economy in disaster protection.

Logistics networks are organized decentrally and enable flexible supply channels. “Non-partisan” logistics centers coordinate the distribution of medicines, dressing materials and food on the basis of pragmatic agreements. Local production capacities are further expanded and secured, i.e. companies could coordinate via industry associations to quickly provide emergency supplies such as water, food, medicines and dressing materials.

Companies could act via transnational crisis management agreements so that emergency care does not fail at national borders.
Inter-party logistics centers and coordinated supply corridors could minimize bottlenecks and speed up crisis management.

Redundant emergency networks are created, i.e. infrastructure is distributed across several locations to prevent sabotage or political influence. It would also be conceivable to have an independent energy supply and set up or expand emergency power grids that operate independently of the state grid and could then supply critical facilities.

Companies could invest in emergency power grids and independent energy sources to ensure that critical facilities can continue to operate in the event of a complete infrastructure collapse.

💡 Creation of common security protocols for ALL players

Clear, neutral rules for emergencies that work regardless of political views. A universal disaster relief agreement is adopted that obliges groups to cooperate regardless of ideologies and political views. Community emergency management training centers are established to provide extensive knowledge and skills on pragmatic crisis response. “Free helper” programs enable citizens to become active regardless of political preferences.

Digital platforms could ensure that all stakeholders have access to real-time crisis plans and act according to clear standards.
International harmonization of security standards - Cross-national cooperation can prevent regionally different protocols from leading to inefficiency.
Scenario-based disaster exercises, e.g. wargaming / AR scenario training exercises, i.e. regular exercises for a wide variety of crisis situations, could help to identify success factors and weak points in a more optimized way.
Psychological education and training programs for crisis resilience and the creation of crisis awareness - “ALL groups” must learn to deal with stress and uncertainty in extreme situations in order to remain capable of acting.

💡 Reduction of ideological fragmentation in crisis management:

Establishment of independent fact-checking teams to eliminate false information about the disaster. Societies that are divided by political, social and economic tensions have a (very) high risk of information being deliberately manipulated or misinterpreted. Starting with certain groups ignoring or even fighting official warnings, false reports about resources and dangers creating unnecessary panic, ideological disputes taking precedence over pragmatic crisis management or those affected receiving contradictory or even incorrect instructions ... the list is long.

Technological solutions for transparent fact-checking: an open, decentralized monitoring system could help to identify fake news at an early stage and systematically refute it
International coordination for fact-based crisis communication - A global alliance for neutral emergency and disaster communication could ensure that no group imposes one-sided narratives or political manipulation.

We all know that online debates are often characterized by emotions, frustrations and different opinions - perhaps it would be possible to incorporate these into strategic decisions in a targeted manner.

Pragmatic integration of online debates into strategic decision-making processes - Instead of ignoring political struggles, digital platforms could promote discursive solutions to improve the flow of information between highly divided groups.
Psychological and communicative training for crisis management - Ideological division can be overcome not only through facts, but also through targeted conflict resolution and communication strategies.

Expanding our own strategic thinking and a clear roadmap in disruptive times, because every disruption always brings with it the opportunity to develop new innovative solutions and get through some “chaos” safely. Yes, it takes courage to seize these opportunities, but with strategic, forward-looking planning we can minimize many risks.
Don't just wait for solutions, take action yourself! The pandemic has shown us that we are perfectly capable of developing our own protective mechanisms because no other help was really in sight. Make it part of your personal “sports program” to make smart decisions and find new ways and opportunities. Neither you nor I can really control what happens around us, but we can decide for ourselves how we react to it. So always ask yourself the question: will you see the uncertainties and potential chaos as an obstacle or will you seize the opportunities it brings?
Establishment of non-partisan “crisis communication hubs” i.e. no government or political group should control the communication hub (no political opinions, no ideologically colored messages, only clear, fact-based information)! Composed of experts from various areas of society (science, business, technology and, of course, disaster and emergency management). They only disseminate neutral, factual, verified and (super)vital information. Crisis communication as a strategic tool! In a divided society, trustworthy, non-partisan crisis communication is the key to enabling effective emergency management in the first place. A neutral communications hub creates clarity, prevents disinformation and ultimately protects lives. Creating trust and acceptance is the top priority here. This also means introducing a transparent review process to show that data is not being manipulated and regular public simulations to increase acceptance across all levels of society. Cooperation with neutral international organizations to minimize political influence would also be conceivable here. A link to independent emergency teams that take direct action and the distribution of vital information to local leadership networks that operate independently of government control.
Creation of a supra-regional reconciliation network for emergency situations. Its task is to encourage groups to cooperate pragmatically.

A possible conclusion: Lessons from the wargaming scenario

✔ Centralized control alone does not work - cooperation requires decentralized, trust-based networks.

✔ Neutrality is crucial - the more independent the interfaces, the more effective the collaboration.

✔ Pragmatism over ideology: The involvement of all stakeholders, regardless of their political position, is crucial.

✔ Business as a key player: Companies can build bridges between social groups if they act neutrally.

✔ Create new forms of coordination: Neutralized mediation structures must be created to overcome the deep divide.

✔ Information security as a stability factor: combating false information and avoiding disinformation campaigns.

✔ Autonomous systems cannot exist in isolation - they also need structures that enable coordination without control.

The future of emergency and crisis management does not lie in political power struggles, but in non-partisan, efficient networks. Neutrality, resilience and fact-based communication must take priority - because this is the only way a fragmented society can remain capable of acting.

Either we act now or we watch our structures continue to crumble.